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Performance Management Process and Organizational Success


The performance management process is a detailed step-by-step process by organizations in defining, assessing, and simulating performance among employees to improve organizational performance. Therefore, each step of the performance management process is critical to preventing poor performance among employees and promoting excellent management practices. The performance management process involves four key steps: introduction, design, implementation, and linking the performance process with legal obligations to reap incentives and rewards (Aguinis, 2019). The lack of adequate knowledge on defining key underlying terms could hamper the definition and decrease or misinterpret the implementation of the performance process.

The introductory chapter delineates critical terms and why business managers need to ensure that the practices are successful for their business. Effective implementation of personal and organizational development plans enhances employee performance by highlighting employee strengths. Development plans are significant in developing employee reflective, communicative, and behavioral competencies. General Mills adopts Individual Development Plans, focusing on a collaborative approach between managers’ and employees’ growth and aspirations. Therefore, the absence of development plan implementation by General Mills could result in poor planning, toxic work relationships between managers and employees, and future career development and aspirations among the workforce (Aguinis, 2019). Poor design and implementation of performance management could have dire consequences on the organization. For instance, poor implementation of a multisource feedback system could loss of anonymity and confidentiality, influencing raters to make biased feedback on their fellow workers and superiors.

Conditions for Application of Behavior Approach or Results Method to Performance

Performance is directly correlated and influenced by behavior and the corresponding results. Both factors are self-reinforcing and work together to dictate performance. Organizational performance is evaluative and multidimensional (Aguinis, 2019). Therefore, based on laid-out indicators, we can categorize performance as negative, neutral, or positive. Moreover, different behaviors and corresponding results play a vital role in advancing or hindering performance in organizations. The behavioral approach can apply in organizations where workers directly relate to producing goods and services, such as manufacturing companies.

Additionally, the behavioral approach is convenient among workers in the factory due to easy supervision and monitoring of their behaviors. Conversely, results may apply as a performance factor in companies that lack oversight, like the door-to-door salesperson. In such cases, an employee’s performance can be judged by the sales volume made at a particular time. Employee performance separates excellent from poor workers and is based on abilities, knowledge and skills, and contextual issues. Capabilities include cognitive skills, motivations, and physical composition, while contextual topics include human resource policies, leadership and management, organizational culture, and resources. Effective implementation of the above factors provides an edge to companies (Aguinis, 2019). Interpersonal traits play an important role in promoting good behavioral relationships among employees and human resource management. Workers with attributes such as extroversion, emotional stability, and agreeableness may perform better than workers with opposite traits due to the ability to work together seamlessly. Alternatively, workers with poor communication and relationship skills may best prove productive by working alone and following the results approach.

Adopting a Coaching Style to Address the Performance of an Employee

Using judgment leave as part of a performance management solution is often an effective tool for allowing problem workers to better their performance. Conversely, if this technique does not provide the expected results, the worker is not required to go through a disciplinary procedure. In cases when the employee’s performance fails to improve after undertaking the leave, the worker should face demotion or expulsion as the worker proves they cannot handle the task. Sara is a new employee of the company and might be experiencing difficulties adapting to the new work environment. Therefore, the decision-making leave will appropriately motivate her to contemplate her purpose and responsibility in the company. Assessing Sara’s work background will assist in creating a clear picture of her ambitions and work ethic (Aguinis, 2019). Organizing a formal meeting with Sara will aid in empathetically listening to her reasons behind arriving late for work. Issuing a paid decision-making leave will let her decide about working at the company and increase her determination.

Paid leave is a majorly effective disciplinary method as it shows the willingness of the company to understand and help out workers become better and more productive in their jobs. Understanding the dominant factor causing her lateness will aid in deciding the duration of the leave. I will recognize and talk against the problem boldly and emphatically during the disciplinary process. I will clearly explain my decision to her and document the decision in her employment contract (Aguinis, 2019). I will calmly refrain from using emotions while laying out the terms of her leave.

Three Determinants of Motivation and Their Application to Performance in This Course

Interpersonal Needs

Human needs are diverse and complicated. Some of these demands cannot be expressed or recognized because individuals conceal their actual needs behind socially acceptable conduct (Aguinis, 2019). Furthermore, each person is unique. Several objects may be motivated based on the individual’s requirements, the worker’s circumstances, and the benefits the individual anticipates for the task. It is the responsibility of the leader to match individual goals and desires to the types of incentives offered in the workplace.

The Company

The organizational atmosphere must be favorable to worker performance. Climate has a significant impact on employee motivation. Various factors influence an organization’s environment, including its leadership styles, member autonomy, development potential, emotional security from members, and incentive system (Aguinis, 2019). Upholding the above factors in the corporate environment and leadership promotes pride and commitment among workers in working collectively for their career benefit and that of the company.

The Environment

An employee does exist in two universes, one within the workplace and one outside. While arriving for work, employees cannot ignore the worries and joys of off-the-job life, nor can workplace issues be overlooked when going home in the evening. On-the-job and off events are intricately linked and cannot be isolated. Culture, conventions, practices, images, and traits assigned by society to specific tasks, professionals, occupations, and the employee’s family life all significantly impact motivation. A worker may opt to work as an officer (since it provides social standing and much authority) instead of a manual laborer (vulnerable position). In other words, social status and social acceptability play an important influence in molding people’s motives.


The three determinants of motivation have played an essential role in learning this course. My dedication and commitment to this course have helped me understand and integrate concepts learned in my daily life activities. The dedication expressed by my lecturers has ensured prompt and quick learning. The school environment and amenities have ensured access to rich and informative resources. Collaborative coursemates have aided the study of this course by actively engaging in group assignments and research.


Aguinis, H. (2019). Performance Management (4th ed.). Chicago Business Press

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